Introduction Purpose and Content

Transcription

1 Public Financial Management State Financial Management Project, Mozambique Evaluation Findings and Lessons Presentation by Ron McGill of Crown Agents GRIPS Development Forum Tokyo, 9 December Introduction Purpose and Content Part 1 2

2 Introduction Purpose of the presentation Share findings from evaluation Highlight any lessons What worked and why What might be avoided 3 3 Content Describe project Purpose and scope Approach Phases Terms of reference (of evaluation) Circumstances at start Findings Lessons 4 4

3 Context Project Description, Phases, Approach and Evaluation Terms of Reference Part 2 5 Description of Project Swedish Sida Funded Ministry of Planning and Finance (MPF), Mozambique Mid 1988 to December years! Reform and build capacity in: Budget preparation Accounting and reporting Control expenditure in accordance with the budget Support Components: Training Computerisation 6 6

4 SFMP Phases 7 7 Swedish Approach Goal or ambition: opportunity for political allocation of resources management control, including evaluation of effects of activities covered by the state budget (i.e. results based) Strong adherence to: Partnership between government and donor Government ownership of reform Long-term commitment years 8 8

5 Terms of reference for evaluation 10 years ( ) Efficiency and effectiveness Relevance in addressing weaknesses Coherence to reform needs Trade off between ownership and results Comparison of accounting model SFMP project model; and replacement model Lessons 9 9 Context the starting point Disarray Old fashioned law, regulation Uncertainty about procedures Irregularity Lack of political process No state accounts since 1975 Human capacity weaknesses No computers or computer literacy Serious weakness - Staff knowledge and discipline 10 10

6 Donor Controversy Impatient for improvements IMF/WB reports continued to highlight weaknesses Questions: What was the project doing? Why was it taking so long? IMF installed own adviser Replacement project instigated MPF withdrew support to project extension Findings Achievement, Impact and Conclusions Part 3 12

7 Civil War Market Econ Sweden Accrual Accounts Elections 1994 MPF formed Project History Start of Joint Donor Review Reform Coordination Unit created WB Criticise State of PFM. HIPIC completion Reform Coord Becomes PFM Devlopment Sida and EU Support phase out Donors Common Fund Formed Phase 1 Budget Project Introduced Computers Proposal for Modified Accrual Accounting Rejected 1994 Moved to Budget Dept Scope Broadened to Budget Accounting Audit Year Horizon Taken over By Public Accounting Dept Accounting Computerised Expenditue Management Reform Stragy Budget & Accounts Frame Laws Introduced Computerisation of Accounting (budget execution) salaries & pensions Accounts Presented To Parliament Quarterly Budget Reports Off-budget revenue Identification began Amendment of Budget Classifications Draft & Introduction of New Law Off-budget revenues Brought into accounts New Model Concept Presented but not introduced Alternative Model Accepted IT tender cancelled New Model training given Major Training in MoF Training Expert Line Ministries & started Provinces Achievement and Impact Got a lot right in recognising: Long-term nature of what was being attempted Cautious gradual approach wanted by MPF Need for ownership and close integration Limit of capacity of MPF 14 14

8 Achievement and Impact (2) documented public accounting system new law for budget and accounts training department equipped with strategy, policy and procedure major training programme country-wide enhanced human capacity computerisation of key functions presentation of state accounts ( first time since 1975) quarterly budget execution reports (from 2000) modernised model, chart of accounts and new law in Achievement and Impact (3) We judged the project as providing: Reduction in risk in use of public funds Platform for change and modernisation Positive impact as: Capacity building Improvement over time Different measure is needed as a: Modernisation project with Hard outputs 16 16

9 Conclusions - positive Swedish support had been: Sustained Patient Committed Integral to MPF Strong on ownership and participative Close working relationships and trust Built capacity Conclusions - negative Initially - progress slow because: Lack of rigour in planning Caution on part of MPF Lack of institutional capacity Imbalance in incentive structure Later phases Breakdown in communication and understanding around Policy objectives Technicalities of model - principally accrual accounting 18 18

10 Lessons Part 4 19 Long term commitment how was this possible? Sida approach and philosophy: Partnership Changes will take time Prepared for year commitment Matched MPF view: Capacity weaknesses Need for gradual, incremental change Avoiding risk and loss of control Building on success 20 20

11 Long term commitment how was this possible? (2) Difficult lesson from Phase 1 Swedish consultants advocated radical solution: Accrual, Double-entry Heavily computerised Rejected by MPF Both parties accepted: Gradualist approach - reinstate existing system Understand Document Train Long term commitment how was this possible? (3) Answer to question: Sida s philosophy and the MPF gradualist approach came together Partnership Lesson: Get the basics right first 22 22

12 Who led the design? Following rejection of phase 1: Left deliberately vague High level statements of purpose open-ended indication of direction In theory ministry made proposals for continuation In practice contracting team prepared in consultation Very integrated project Clear ownership of the ministry At least for first half of project! How was it sustained? Virtue of proceeding in a manner that was: Shared and consultative Subject to periodic joint review However this led to: Lack of ambition; and slow progress Not balancing inherent risks by ensuring Clarity of purpose Clear outputs Time based plan Targets, indicators 24 24

13 Commitment and Ownership Critical success factors - extent achieved? We concluded there was commitment Started before external pressure for change Strengthened as external pressure mounted But only for the first half of the project We Questioned: Ownership for the period Full acceptance of new accounting model Ownership Paradoxical Accepted plan for the period Passed new law in 2002 Nevertheless, we believe there was Incomplete buy-in to implications Confusion and misunderstanding over technicalities Different emphasis or prioritisation 26 26

14 High Level Goals management control evaluation of effects of activities covered by the state budget i.e. results based Team emphasised: Management accounting of spending departments MPF concerned with: Centralised control Reporting on use of funds Difference led to termination! Holistic Approach Too technically focused Big effort in training Unable to address HR management issues Threatened sustainability Projects should be: More holistic Part of an overall development strategy 28 28

15 Organic Structure of MPF a puzzle not yet put together Vacuum SFMP Project Board Comprehensive Reform Plan Lesson projects should sit within an overall strategy and business plan, addressing technical reform issues as well as institutional/organisational issues such as: business purpose and functions; structure; management; HR management and development. Lesson plan based on a comprehensive diagnostic 30 30

16 Context and Country Specific Reflect: The law Tradition Capacity Processes Informal rules that apply SFMP Phases Success and Failure 32 32

17 Unsuitable Model? We concluded: Not trying to impose Swedish model Model was feasible and operable Chart of accounts - an adaptation of Portuguese system Package IFMIS plans well thought through Track record in addressing capacity needs Not imposing accrual accounting in short or medium term Too Much to Accept? - Perceptions Undue emphasis on accrual standard As the goal Synonymous with modernisation Consistent with the project objectives Add to this Misunderstanding Clash of personalities Some breakdown in donor communication Unprecedented pressure from the IMF 34 34

18 Replacement Model Vision or Philosophy not shared Replacement Model Dropped emphasis on Spending department management accounting Decentralised expenditure control Reverted to centralised control and reporting First priority became single treasury account Avoid Technical Solutions Lesson where capacity is weak avoid reliance on the modernizing technical solutions placing undue importance on concepts such as: Accrual accounting Performance budgeting MTEF investing them with magical powers of solving all problems Lesson - design the solution in the country context 36 36

19 Donor Coordination and Technical Understanding Restricted scope for single bilateral donor Multi-donor interests must be Better coordinated Disputes avoided Technically informed Support should be Placed behind a government owned strategy Support the strategy (with projects or finance) Set up quality assurance arrangements Conclusion on Goals political allocation of resources and results based budgeting Weaknesses in management and budgeting capacity a risk to: availability of resources to carry out policy objectives capacity to specify a budget other than along organisational lines links between budget allocations and expected results greater accountability by linking intended results to outputs and outcomes, rather than just inputs. Not just a question of: technical capacity and understanding; but management culture Allowing managerial discretion in the use of inputs Delegation and accountability 38 38

20 Migration Path For environments lacking technical capacity information necessary required standard of accounting and reporting the ability to attribute costs to activities Question: Is performance budgeting appropriate? Is accrual accounting required? Cash versus Accrual Accrual accounting: Do not overstate the case Establish basic controls and compliance with law Recognise risks Only in context of wider public sector management reforms Substantial upgrade in computer and human capacities Accomplish in stages a very long term option 40 40

21 Performance Targets Suggest shorter term path should be: bring discussion of objectives and activities into the debate about expenditure allocations at the time of budget preparation encourage efforts towards improved performance by establishing performance targets provide the basis for the development of performance budgeting, as capacity allows Conclusion Important capacity development project Progressed in spirit of partnership Delivered slow progress Has a list of achievements Established a basis for modernisation Ultimate objectives: A lot for MPF to accept Not necessarily shared 42 42

22 Conclusion 2 Project terminated leaving lessons: Get the basics right first Do not over rely on technical solutions Importance of ownership Need for Context and country specific solutions Overall strategy in which project components fit Donor coordination and technical understanding 43 43